Hiring challenges? Don't forget new grads

Don’t discount recent grads when it comes to your hiring options. Photo: Elnur/Bigstock I would like to think everyone understands how hard practice owners have it when it comes to managing humans. It’s like having both of the most micro and macro elements of our job shoved into one dreaded file cabinet labeled Human Resources. Under normal circumstances, managing veterinary human resources is all about leading teams effectively by A) understanding your own vision, B) communicating it effectively, and C) convincing other humans to implement it to your satisfaction. Lately, though, it’s been way less high-minded. Over the past few months, it seems all my HR stress is focused on finding new hires to join our team. I know I am not alone, nor it is a local phenomenon. I have had enough conversations with veterinarians country-wide over the past couple of months to know the struggle is real. From veterinarians, managers, and vet technicians to reception team members and even kennel staff, most practice owners and managers I know are resorting to recruiting less qualified talent and grooming them to suit. That’s if they’re lucky enough to find any. We used to ask ourselves, “Do we really need more team members or do we need to make our existing team members work more efficiently?” At this point, most of us no longer need to interrogate our team’s efficiency; we’ve officially crossed that line into the realm of, “Absolutely no question. I need warm bodies.” When so many of our team members have been out sick with Omicron, the flu, etc., the crunch has never felt more desperate. Meanwhile, a lot of us are still wondering, “What happened? Where are all the candidates?” Is an excess of government benefits keeping people home? Is it fear of COVID? The dearth of affordable childcare? Are even veterinary professionals collectively reexamining their life choices? Isthere some other cultural phenomenon afoot? In veterinary medicine, the most likely answer is higher demand for services, coupled with a less consistently present workforce, has conspired with the fact few candidates are seriously looking to make any kind of move, much less a lateral one. For now, we’re staying put more often than we typically would. That is, at least, while the pandemic persists in making our lives so unpredictable. After all, who wants to switch horses in a windstorm? Nevertheless, there are some outliers willing to avail themselves of the opportunities afforded by this economy. They may be harder to find and may require more persuasion, financial, or otherwise, but they are out there. In case you are in need of some inspiration, here are some dos and don’ts of hiring I’ve compiled. They may not yield your ideal candidate in this environment, but they are solid suggestions for the long haul, nevertheless. Don’t … neglect the obvious Do… maintain a presence in the classified ad space and use the standard online recruiting tools. Tried, true, and traditional advertising may seem to do very little, but you never know who you will attract with a well-crafted entreaty. The trick is to stand out. Concentrate on what makes your practice different and convey it creatively. If it reads like every other practice’s ad you really do need to rewrite it! Don’t … doggedly adhere to your same old criteria Do … expand your criteria to include recent graduates. This means advertising through veterinary programs. Even if you think you don’t want to mentor, now may be the time to reconsider. Don’t … skip social media because you think you’re “bad” at it Do … join relevant Facebook groups and sites like LinkedIn, for example. Making social media work for you may mean asking younger associates to help give you ideas and get you started, but it’s absolutely worth your time, given that this is where the younger talents’ eyeballs are focused. Do … make a list and check it twice Don’t … think of hiring associates or managers a once-every-few-years endeavor. Compile a list of local/regional talent and keep adding to it over the years. Collect names and contact details of potential free agents. Work on this list, compiled in hodgepodge fashion as names come up or even by by paying for names if need be (some online services offer this option). Then send out feelers every year or two so they never forget you’re an option. Don’t … forget to include relief veterinarians on this list. Why not poach from the pool of those who don’t think they’re a fit for traditional practice schedules? Provide the perfect foster home, keep them happy and who knows? They might just find their forever home in your nest. Don’t … overlook professional hiring services Do … consider headhunters for finding associates. I’ve actually seen this done properly once or twice. Though I personally consider this a last resort (at $10K-$20K a pop, it’s super-pricey!), it may be your only option. The good thing about headhunters is with a solid contract (have an attorney look at it!) and an ethical outfit (get references!), you really have nothing to lose. The good ones may require a good-faith retainer but they’ll only charge you the bulk of the funds when they find you a reliable match. Moreover, they will refund you the whole amount should you not find an acceptable associate within a certain period of time. Don’t … be shy Do … tell everyone you know you are in the market for new hires. I mean everyone: Your friends, neighbors, family, and even clients. As in love, there is no better way to find your perfect match than through those who care most for you. Do … reach out to past acquaintances, classmates, competitors, former employees, interns, externs, and volunteers. If it’s been more than a year since you last reached out, do it again. As the past couple of years has taught us, a lot can change over a short period of time. Don’t … resort to less ethical tactics Don’t … reach out to prospective candidates at their place of work. (That includes their work email address!) This is just rude and unethical behavior. And, somehow, it still happens all the time. Do … consider contacting associates who make themselves available on LinkedIn or other employment-oriented platforms. Though some old schoolers may disagree, reaching out to associates and other veterinary professionals who already have a job isn’t unethical as long as you are careful not to overstep your bounds. Who knows? They may be unhappy in their current position and may just need a nudge to get them moving. Oh, and one more thing to keep in mind Don’t … let your stress get the better of you Do … make sure your place of work remains as friendly and stress-free as humanly possible during these rough times. No one wants to work in a war zone you have helped create. Do … keep your existing talent well satisfied. You don’t want them fleeing to greener pastures should they start wondering whether their current position is worth the stress we are all currently under. The last thing you want in today’s static employment climate is a mutiny. This is an especially salient concern now that scarcity = demand = signing bonuses + higher pay at the Vets-R-Us down the street. We’d all be in big trouble should our people seriously start looking elsewhere. Here is where that nice fat holiday bonus (or lack thereof) finally comes home to roost. As always, treat them well or you will have none at all! Patty Khuly, VMD, MBA, owns a small animal practice in Miami and is a passionate blogger at drpattykhuly.com. Columnists’ opinions do not necessarily reflect those of VPN Plus+.

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Hiring challenges? Don't forget new grads

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